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Oxford University Press ANZ

Introduction to Public
Relations Campaigns
Mark Sheehan

AIMS OF THIS CHAPTER

To define a public relations campaign
To demonstrate the key sections of a campaign and how it is developed
through a hypothetical case study

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INTRODUCTION
As noted in the Preface, the successful design and implementation of public relations
campaigns require creativity, flexibility and strong organisational skills. It is the design
aspect of the public relations campaign that we will examine in this chapter.
Just as there are many definitions for the term public relations, it is important at the
outset to make clear in our mind what a campaign is. Harrison (2011, p. 324) distinguishes
the different types of public relations activities and notes that a campaign is:
a planned set of communication activities, each with a specific defined purpose,
continued over a set period of time and intended to meet communication
goals and objectives relating to a nominated issue: for example, a campaign to
increase industrial safety.

While situations and circumstances will vary from campaign to campaign, as you will
read in later case studies, there are some essential elements common to all public
relations campaign planning.
The Golden Target awards from the Public Relations Institute of Australia (PRIA)
recognise campaigns conducted by public, corporate and consultancy practitioners.
The criteria for these awards outline the common elements necessary in planning a
successful campaign. These criteria are broadly employed in the case study below.

AN APPROACH TO CAMPAIGN PLANNING

The following is a hypothetical example of the steps involved in designing, planning
and implementing a public relations campaign. It should be noted that this
particular campaign would fall into the marketing communications area within the
arts industry.

Renewing a reputation
Jenny Ross has been employed by the local council as the Public Relations Manager for
the Council Performing Arts Centre (CPAC). Also new to CPAC is the Artistic Director,
Stefan Orlowski. Stefan has dropped into Jennys office to talk about the first CPAC
production for the new performing year.
Look Jenny, the previous season was a dismal failure. The plays were unpopular and
poorly produced. CPACs reputation is at rock bottom, Stefan says.
Jenny nods in agreement. The subscriber base of 2500 is holding, but were going to
need a real hit to hang on to them this season, Stefan.

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I know and Ive got a real winner. You know, at my previous theatre in New York, we
staged Freedom.
I remember reading about it, said Jenny. The critics were in raptures and the press
labelled it as the most controversial play of the decade.
It is, replied Stefan. I took it on a tour of Europe late last year and we had the
same success. Ive managed to secure the rights. So, the Australian premiere will be
here at CPACits our opportunity to restore CPACs reputation, Jenny. Can you draft a
comprehensive public relations campaign to fill the house for our opening night?

Constructing a plan for a campaign

Jenny will need to identify the challenges and problems CPAC faces in this situation.
To assist her in developing the campaign, Jenny is using a plan that covers the major
elements of public relations strategic campaign planning. While different terms may
be used or interchanged with the ones here, the following are the key steps in public
relations campaign planning:
1
2
3
4
5
6

forming problem statements

research
identifying target publics
setting goals and objectives
defining strategy and tactics
evaluation.

In the rest of this case study about CPAC, we lay out the steps a practitioner may go
through in planning a campaign. Included in this plan are rationales for each step
undertaken by the practitioner. The other case studies in this book provide further
examples of campaign planning and will enlarge your understanding of this most
important public relations activity.

1 Problem statements
Problem (or opportunity) statements identify a target public, and state both the
problem and the reason for the problem. Jenny must state communication problems
and opportunities that can be solved using public relations tactics, for example:

Patrons view CPAC as likely to produce disappointing plays because they have either
attended or heard about one or more of the past years poor productions.
Few patrons plan to attend the new production, because they believe that it is likely
to be a disappointment.

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Problems or opportunities must be cast in terms of either the thoughts or the
actions of target publics. Defining the problem as a production design fault, for
example, would not be relevant to a public relations practitioner (unless they were
involved in cross-functional management problem-solving). This would be a more
appropriate problem for an engineering manager.
The guiding principle is that Jenny cannot write a problem/opportunity statement
without knowing who the target publics are, and what they think or feel, or what they
may do. It is also useful to prioritise the problems.

2 Research
Jenny must now contemplate the research she needs to undertake to plan the campaign.
She would most likely divide her pre-campaign research into secondary and primary.
In this instance, Jenny has started with desk (or secondary) research. She will
undertake an analysis of organisational materials, library research, research of online
databases, the internet and so forth. This research may provide her with information
on all aspects of the CPAC campaign, plus any relevant economic, social or regulatory
issues, and current information regarding target publics.
Jenny has also broadly examined existing sources relating to contemporary theatre,
the previous reviews of Freedom and media reaction to its debut. Existing CPAC files
allow her to analyse subscriber demographics, psychographics and attitudes.
Now Jenny wants to gather primary data. She interviews Stefan to get more
information on his experience of staging Freedom overseas. She also considers
undertaking some qualitative research using focus groups to:
1 define target publics
2 unearth information to help develop a range of questions for subsequent formal
quantitative questionnaire construction
3 test effectiveness of planned key messages.
Jenny also decides to undertake primary quantitative research that would involve
a method of random sampling (for example random telephone sampling) to help
establish a baseline of the subscribers attitudes/behaviours regarding the subject of
her plan.
This baseline allows Jenny to undertake evaluative research. At evaluation points
duringand particularly afterthe campaign, the baseline can be measured against
changes in target publics opinions or behaviours. It will help her measure the success or
otherwise of her campaign.

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3 Target publics
The target publics are those groups or individuals with whom Jenny must communicate
to overcome the problems faced by CPAC:

existing subscribers
potential subscribers
theatre reviewers
local media.

Jennys key target public are the existing subscribers. Her secondary research, from
existing files, has told her that the subscribers are males and females, predominantly
aged eighteen to thirty, who reside in the inner-city area. Most are university students
or workers in their first jobs, one to three years out of university.
Jennys primary research focus groups, based on the above subscriber profile,
revealed the following:

Subscribers respond to the latest thingsuch as restaurants, cafs and bars that
have a reputation for being fashionablethen abandon them when the next latest
thing comes along. They are beginning to believe that, following the recent run of
disappointing plays, CPAC has had its day.
CPACs subscribers are social liberals, sympathetic to Indigenous, GLBT (gay, lesbian,
bisexual and transsexual) and environmental issues. They see themselves as innercity sophisticates, tuned in to international trends in music, art and fashion.

4 Goals and objectives

Goals are generalised ends that can provide a framework for decision-making. Objectives
are derived from goals, but they are specific and measurable. A goal is often the flip side
of a problem or opportunity, because the purpose of most goals is to solve a problem or
take advantage of an opportunity.
A goal is often relatively abstract and may be difficult to quantifyfor example, We
want to improve our reputation. An objective, on the other hand, is something that can
be documentedit is observable. For example, a broadly stated objective could be: We
need to get 20 per cent more people into our theatre.
A set of goals is achieved only by achieving a subset of interrelated objectives. An
objective is a strategic step along the way towards achieving a desired goal.
Most often, public relations objectives describe ways to implement various
components of the overall campaign. For example, a goal might be to increase public

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awareness, and a related set of objectives might be to prepare and distribute media
releases, hold a media conference and contact community opinion leaders.
Good objectives should:

solve the problems or exploit the opportunities defined

be consistent with the broader goals and objectives of the organisation
be achievable with chosen public relations tactical devices
be specific and measurable
be governed by a deadline
specify the means by which they will be measured.

So, given the two problems facing CPAC, Jennys objectives will be something like the
following:
1 To convince 75 per cent of the 2500 subscribers that the new play is distinct from
and better thanthe past years disappointing productions, and to have done so a
week before Freedom opens; the achievement of this objective will be measured by
a random sample telephone survey undertaken seven days before the play opens.
2 To convince 15 per cent of the subscribers to attend opening night and a further
50 per cent to attend the balance of performances over the scheduled two-week
run of the play (the achievement dates will obviously line up with the performance
dates of the play); the achievement of this objective will be measured by monitoring
ticket sales.
Note how the objectives flow out of the problems on a one-for-one basis and are
focused on the target public. Also note that Jenny must make a reasoned guess at what
percentage of the target public she will, in practical terms, be able to convince.

5 Strategy and tactics

Given (1) the problems identified at CPAC, (2) the objectives Jenny is pursuing based on
these problems, and (3) the facts she has uncovered about her key target public, she must
now develop an argument to win that target public over. A persuasive strategy is the means
by which she will convince the subscribers to think or do what the campaign requires.
Jennys strategy is to change the existing attitudes of the CPAC subscribers. Shemust
demonstrate to patrons that attending the play is in their self-interest because it is a
must for those who want to be up to date with the latest international theatre trends.
She must also demonstrate that it is in their interest to support CPAC, so she will appeal
to their need to be seen to belong to the social group with whom they identify (young
sophisticates).

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To determine the best tactics to use, Jenny should ask the following questions:
1 Is the medium selected the best available to deliver the key messages to my target
public, or would an alternative be more effective?
2 What back-up tactical devices would be effective to repeat and/or reinforce my key
messages?
In this particular scenario, a direct mail letter is just one of many possible tactics for
delivering messages. The question is: Is this the most effective tactical device at Jennys
disposal?
Let us suppose that, in the course of the focus group research, Jenny recalls that this
target public does not want to read lots of information and would prefer communications
to have an air of sophistication. She might therefore decide to send stylised postcards,
rather than letters.
She might also feel that a spread of tactics would be better than relying on the
postcard alone. So, as back-up tactics she could decide to use news releases and
advertisements targeting the media that are popular with the target public. This means,
for example, quality newspapers, arts programs on radio and television, and perhaps
news and current affairs magazines.

6 Evaluation
Although Jenny will have already provided deadlines and identified means of
measurement for objectives, this segment allows Jenny to expand on the rationale for
the selected measurement.
She may need to consider the relative merits of quantitative as opposed to qualitative
surveying. Remember, in this scenario one of the objectives called for random sample
telephone surveying (quantitative) for evaluation. While sufficient time needs to be
allowed to construct quantitative surveys, they have the advantage of providingvia a
relatively small samplean accurate indication (within the set margin for error) of the
views of a large population.
As discussed earlier, another benefit of this approach is the ability to compare results
against the baseline of target public attitudes obtained at the research stage. Jenny
will be able to see what level of impact her campaign had on the total population of
subscribers. Note that, over the course of a lengthy campaign, a number of quantitative
tracking surveys may be used to enable the public relations practitioner to alter the
frequency or distribution of tactics.
Then again, sometimes qualitative surveying may be more appropriate where an
indicative snapshot of attitudes is required (for example intercept surveying) or where

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in-depth information on the motivations of behaviour is required (for example focus
groups).
Jenny will also remember that the second objective called for actual ticket sales to
be used for evaluation. Care needs to be taken with this type of measure if it is used in
isolation. While it does provide a true bottom line of success or failure, unless it is used
in conjunction with survey methods it will not provide data as to why the result is what
it is.
Note that many of the methods described above are further explained in Chapter 4.
It will be worthwhile to reread this case study when you have familiarised yourself with
the types of research that can be employed in pre-campaign research and campaign
evaluation.

ETHICAL IMPLICATIONS OF CAMPAIGNS

Grunig wrote in 1992 (p. 80) that although scholars of public relations agree that
ethics should be a priority when teaching and practising, the literature of our field
(as evidenced, largely, in the body of knowledge) reflects little familiarity with ethical
theory. In subsequent years, many academics and practitioners have sought to
emphasise, through texts and scholarly publishing, the ethical dilemmas that public
relations practitioners often face. How can they reach a morally right course of action?
One suggestion for ethical public relations decision-making is by implementing and
maintaining inter-organisational communication systems which question, discuss and
validate these and other claims (Pearson 1988, cited in Grunig 1992, p. 81).
Many moral values originate from personal and religious beliefs, and provide some
basis for determining appropriate behaviours towards others in professional practice.
Harrison notes that, Every profession has a moral purpose. Medicine has health. Law
has justice. Public relations has harmonysocial harmony. Public relations professionals
keep information flowing among their employers and clients and stakeholders
(Harrison 2006, p. 187).
Public relations practitioners will also be bound by the ethics of their organisation.
An organisation may express its ethical personality through a code of conduct, or state it
in its mission and values statement.
Professional associationssuch as the PRIA and PRINZemphasise, through their
codes of ethics, the importance of guiding their members behaviours. However, not
all public relations practitioners are members of professional associations or work for
organisations that have a code of conduct.

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A public relations campaign involves practitioners making decisions that affect
key publics for the organisations or clients betterment. While the practitioner may
engage in a campaign that is technically competent, it could also be the case that such
a campaign is ethically inappropriate. For public relations to be considered a profession,
its individual practitioners must display at all times both technical competence and
ethically justifiable behaviour.
How can the public relations practitioner approach the challenge of acting ethically?
The law requires every citizen to act in accordance with it, in society generally, in the
workplace and in professional relationships. The law is therefore not necessarily a strong
basis for acting ethically.
Professional codes of ethics and organisational codes of conducts require public
relations practitioners to examine further ethical principles, rules, models and standards
that can help guide competent practice. These concepts will assist the practitioner in
making ethical judgments and in their moral reasoning.

REFERENCES
Grunig J. E., 1992, Toward a philosophy of public relations in Toth E. L. & Heath R. L.
(eds), 1992, Rhetorical and Critical and Approaches to Public Relations, LEA,
Hillsdale, NJ, pp. 7488
Harrison K., 2006, Strategic Public RelationsA Practical Guide to Success, 5th edn,
Palgrave Macmillan, South Yarra, Vic.

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